Goal-Oriented Leaders

Set Directions

Strategically Align Decisions with Vision, Values, and Evidence

Take Action to Implement Decisions

Assess and Evaluate

Achieve EDI-Informed Results

Ivy Lynn Bourgeault, University of Ottawa & Canadian Health Workforce Network

The third A in the LEADS Framework, Achieve Results, focuses on goal-oriented leaders. The four capabilities – set direction; strategically align decisions with vision, values and evidence; take action to implement decision and assess; and evaluation – are all relevant to EDI. EDI-informed, goal-oriented leaders dedicate resources to address EDI outcomes and embed these processes within their department, division, or organization. First, leaders must establish a baseline knowledge through environmental scanning and audits of EDI data (e.g. staff, clients, and services), if they do not already exist. Next, they must consult a diverse range of interested stakeholders in high-level meetings to reach a (near to) consensus direction of EDI initiatives that are in alignment with organizational vision and values. These EDI plans must be resourced, implemented, and acted upon and supported with evidence-informed tools. One made-in-Canada EDI toolkit, developed from the Empowering Women Leaders in Health initiative, is available on the LEADS platform . Tools include EDI-aware hiring and promotion practices and EDI-supportive organizational policies, processes, and culture. Continuous monitoring, reassessment, and evaluation to track progress towards EDI goals and resetting direction for continuous improvement must be embedded in organizational processes for optimal results.

Canada, Other/Mixed, Leaders, Engage Others, Leadership, Discrimination, Micro Aggressions, Bias, Workplace Environment, Health Science, Mixed, Article, Race, Gender, EDI Ivy Bourgeault Canada, Other/Mixed, Leaders, Engage Others, Leadership, Discrimination, Micro Aggressions, Bias, Workplace Environment, Health Science, Mixed, Article, Race, Gender, EDI Ivy Bourgeault

Leadership for change: participatory facilitation as a method to make organizational impact in equity, diversity and inclusion using the CAEP board of directors as an exemplar.

The third paper of the "Leadership for change" series focuses on what the Canadian Asssociation of Emergency Physicians do to advance EDI in Emergency medicine.

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Canada, Other/Mixed, Everyone, Engage Others, Leadership, Discrimination, Micro Aggressions, Bias, Health Science, Mixed, Article, Race, Gender, EDI Ivy Bourgeault Canada, Other/Mixed, Everyone, Engage Others, Leadership, Discrimination, Micro Aggressions, Bias, Health Science, Mixed, Article, Race, Gender, EDI Ivy Bourgeault

Leadership for change: working toward equity, diversity, and inclusion.

The second paper of the "Leadership for change" series presents the work of the Canadian Association of Emergency Physicians in integrating EDI in Emergency medicine through educational interventions, changes to organizational structure, and incorporation of EDI in strategic planning.

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Other, Other/Mixed, Leaders, Engage Others, Leadership, Bias, Health Science, Mixed, Article, Gender, EDI, Discrimination Ivy Bourgeault Other, Other/Mixed, Leaders, Engage Others, Leadership, Bias, Health Science, Mixed, Article, Gender, EDI, Discrimination Ivy Bourgeault

A win-win for health care: promoting co-leadership and increasing women’s representation at the top.

This paper discusses the benefits of co-leadership and women's representation in senior health-care positions on the efficiency and quality of health care.

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United States, Other/Mixed, Leaders, Engage Others, Leadership, Bias, Health Science, Mixed, Article, Race, Gender, EDI, Discrimination Ivy Bourgeault United States, Other/Mixed, Leaders, Engage Others, Leadership, Bias, Health Science, Mixed, Article, Race, Gender, EDI, Discrimination Ivy Bourgeault

Women’s leadership in academic medicine: a systematic review of extent, condition and interventions

This paper explores barriers that women leaders in academic medicine are facing and analyzes the impact of leadership programs on their careers.

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United States, Other/Mixed, Leaders, Engage Others, Leadership, Bias, Health Science, Mixed, Article, Race, Gender, EDI Ivy Bourgeault United States, Other/Mixed, Leaders, Engage Others, Leadership, Bias, Health Science, Mixed, Article, Race, Gender, EDI Ivy Bourgeault

Diversity and inclusiveness in health care leadership: three key steps

This article presents three recommendations for health care leaders to help them improve diversity and inclusion in their institutions leaderships roles.

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United States, Other/Mixed, Leaders, Engage Others, Leadership, Health Science, Mixed, Article, Gender, EDI Ivy Bourgeault United States, Other/Mixed, Leaders, Engage Others, Leadership, Health Science, Mixed, Article, Gender, EDI Ivy Bourgeault

Faculty recruitment, retention, and representation in leadership: an evidence-based guide to best practices for diversity, equity, and inclusion

This paper presents the issues that medicine institutions face regarding diversity, equity, and inclusion in their leadership positions.

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United States, Other/Mixed, Everyone, Leadership, Engage Others, Health Science, Mixed, Article, Gender, EDI Ivy Bourgeault United States, Other/Mixed, Everyone, Leadership, Engage Others, Health Science, Mixed, Article, Gender, EDI Ivy Bourgeault

Building diverse leadership in an academic medical center: The ACCLAIM program

This paper addresses the disparities existing within the healthcare sector by identifying how the Multilevel Organizational Learming Framework can be effective to address leadership issues in medicine.

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Other, Other/Mixed, Everyone, Health Science, Website, Engage Others, EDI Ivy Bourgeault Other, Other/Mixed, Everyone, Health Science, Website, Engage Others, EDI Ivy Bourgeault

Advancing equity, diversity, and inclusion

The Lancet Group is committed to avoiding all-male panels (manels). Their editors will not participate on panels when there are no women. They aim for a minimum of 50% female speakers at their events and emphasize the importance of women as panelists, not simply moderators or chairs.

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